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HomeMy WebLinkAboutSanta Fe Irrigation District Mission Statement 4 Mission Statement `the ;iscion f Beata Fe Irrigation Distri s to provide its customers with an adequate and re i ble supply of qu lity eater that meets Customer needs at a reasOnable cost, supported by excellent customer service Vision Statement Santa Fe Irrigation District will be recognized s a model of excellerice by its customers and the r v ter industry, based on- • An ample portfolio of water resources, including imported water, surface water, groundwater, recycled water, desalinated water, and urban runoff to meet needs even in times of drought • Water of various qualities that meet applicable standards and customer needs • Water and complementary services furnished to areas where the district can efficiently meet customer and community needs • Capable infrastructure, built and maintained to high standards • Outstanding and continually improving customer service • Efficient, flexible administration and strong finances, capable of recognizing and responding effectively to opportunities and threats • A superior and stable workforce. is Rauch Communication consultants 5 Strategic Objectives Oib,wiftive 1. 4' ter Assure an adequate, diverse and reliable supply of quality water that meets all customers` needs. Objective 2. Assets Plan, provide and maintain district facilities and other physical assets to achieve reliable and efficient district operations over the long term. Objective 3. Finance Maintain a sound financial condition, establish reasonable customer rates, and achieve a prudent balance among district revenues, expenses, and reserves. Objective 4. Relationships Build understanding and support for district activities among customers and involved agencies, and seek opportunities for mutually beneficial cooperative efforts. Objective S. Administration and �4artagemest Institute policies, administration, management that carry out district operations in an effective and efficient manner, utilizing best business practices. ;n Rauch Communication Consuhants 6 Goals Objective 1.0 Weater, Assure an adequate, dives and reliable supply of quality water that meets all customers' needs. teaas: 1.1 Conduct up-to-date, long-term, integrated water management planning. 1.2 Expand and diversify the district's water supply portfolio so that all customer needs are met. 1.3 Maximize the use of local water resources. 1.4 Meet all applicable regulatory standards. 1-5 Promote efficient water use. Objective 2.0 Assets- Plan, provide and maintain district facilities and other physical assets to achieve reliable and efficient district operations over the long term. 2.1 Develop a district needs assessment for the headquarters, operations yard, treatment plant, and other facilities. 2.2 Prepare and implement a long-range property plan. 2.3 Develop an integrated asset management plan for upgrade and replacement of the District's capital facilities, taking into account long-term needs 2.4 Develop and implement an easement and right-of-way policy, 2.5 Implement appropriate technology to efficiently meet the districts operational needs. ��`� Rauch Communication Consultants Obnje "_'ve 3.0 Finance, Maintain a sound financial condition, establish reasonable customer rates, and achieve a prudent balance among district revenues, expenses, and reserves. Goals- 3.1 Prepare and maintain an updated multi-year financial master plan. 3.2 Establish customer rates adequate to provide quality water services. 3.3 Provide regular, understandable and meaningful financial information for Board review. 3.4 Periodically review and update the district's reserve and investment policies and situation. 3.5 Meet all applicable regulatory and audit requirements. byective 4.0 Relationships. Build understanding and support for district activities among customers and involved agencies, and seek opportunities for mutually beneficial cooperative efforts. Goals: 4.1 Measure customer satisfaction and obtain customer input on district services and rates. 4.2 Develop and implement an overall outreach and communications plan for customers and neighbor agencies. 4.3 Avoid surprising the public by providing a proactive outreach and education program on recycled water, water rates, water supply, and other important issues. 4.4 Identify where opportunities and threats exist related to relationships, and develop effective interactions that help promote positive outcomes. 4.5 Continuously monitor and improve customer service. Rauch Communication Consultants 8 Objective 5,0 Administration and Ma gewiest. Institute policies, business practices and management that carry out district operations in an effective and efficient manner. pals- 5.1 Implement and continuously improve business practices that support district operations in an effective and efficient manner. 5.2 Maintain an effective, efficient and stable workforce, recognizing employees as one of the district's greatest assets. 5.3 Make provisions to assure that staff can accomplish the district's objectives and goals in an effective and efficient manner. 5.4 Cultivate and maintain ethics education and ethical practices. 5.5 Implement appropriate opportunities for outsourcing. 5.6 Develop and implement an appropriate risk management program. Rauch Communication Consultants Sample Mission Statement #2 The mission of Rancho Murieta Community Services District is to take a leadership role in responding to the needs of the residents. The District will deliver superior community services efficiently and professionally at a reasonable cost while responding to and sustaining the enhanced quality of life the community desires. Sample Vision statement #2 During the years from the present through buildout, resident needs will continue to arise that will challenge the capabilities of the District. These challenges may include: • Maintaining the amenities of a gated • Offering additional recreational community opportunities, including adequate • Providing an adequate and healthful parks, a community center, water supply swimming pool and related amenities • Manage wastewater recycling • Providing a thriving and convenient opportunities commercial center • Ensuring proactive stormwater • Assuring adequate educational and quality management health services opportunities • Achieving an appropriate level of • Resolving governance issues caused local security by division of responsibilities between the Community Services • Meeting residents' desire for a District and Rancho Murieta quality community based Association, multiple homeowner's communication and entertainment associations, the need for County system services, the gradual encroachment • Addressing the need for adequate of nearby cities, and many other roads and reasonable traffic controls issues C t0ocwrenlsa SelfiIgs+ A j1809S.V �ij 1005.+ 4,20lM 732W 2 Sample Strategic Objectives #2 The following are the general objectives of the Rancho Murieta Community Services District. Achieving these objectives fulfills the Mission Statement. 1. Provide Needed Community Services The District will demonstrate leadership by providing as many of the services that are required by the Rancho Murieta community as it can perform in a practical and cost effective way. 2. Optimize The Level of Services The CSD will offer services to the community in an effective and efficient manner. I Employ a Quality Workforce The CSD will employ a high quality workforce, and treat its emplovees as valued partners in the successful management of Rancho Murieta affairs. 4. Maintain Good Relationships The CSD will maintain open, cordial and cooperative relationships with its residents, Rancho Murieta Association, local cities, local businesses, the County of Sacramento, and other stakeholders in the community. 5. Handle Finance Effectively The CSD will handle its finances in a well-planned manner, so that it maintains a stable and secure financial position. C.Dxua nts and SetfigsQnnistraWD0 ktopVol 18.051Swop Strati ws1.10,05.da 41n2005 7'.32 AM 3 Sample Strategic Objectives #2 With Linked Work Plea OBJECTIVE 1: PROVIDE NEEDED COMMUNITY SERVICES The District will demonstrate leadership by providing as many of the services required by the Rancho Murieta community as it can perform in a practical and cost effective way. Action Area 1.1: Consider Consolidating Rancho Murieta Service Functions by Conducting A Municipal Service Review To meet the growing challenges of meeting the community's needs for security, roads, water,wastewater, solid waste,television,drainage, parks and recreation, and many related functions,the CSD will review its own roles and those of the RMA to determine if consolidating some or all required services into one entity might improve services, lower costs, speed delivery and eliminate confusion among the residents. • ACTION 1.1.1 Conduct A Municipal Service Review. The following are the initial steps involved: — Consider alternative governance forms. — Develop concepts for changes to the present governance of Rancho Murieta. — Develop a draft Governance Plan covering the internal structure of the CSD to demonstrate how improved governance of the community might be realized. — Develop a draft Operations plan, with a draft organization chart, to demonstrate in practical ways how the elements of the draft Governance Plan would come together. — Prepare a Financial Analysis to demonstrate economies of scale. — Perform a basic legal analysis to assure that the plan is legally acceptable. — When the Board has had an opportunity to review the preceding steps, and is satisfied that it makes sense, present the plan to the public in order to respond to questions and concerns and to build community support. Who: Ed When: Consultant Onboard by Summer `04 Action Area 1.2: Consider Performing New Services • ACTION 1.2.1 Solid Waste.One of the new services that the CSD could logically perform is solid waste collection and disposal.Take appropriate action to study, plan and undertake solid waste collection and disposal. A likely course of action is to contract out the work to a qualified vendor. Who: Ed When: Underway Parks and Recreation. Currently, responsibility for parks and recreation rests with the RMA. But insufficient funds leaves the RMA unable to expand their current services, either in the area of parks or of recreation, such as development of new parks,construction of a swimming pool or skate park, addition of a community center building,and so on. C:':Dxuments and SeWngsAdndnistr3ta\DesktWA0[18.0518amplesShatP^ s1.10.05.dw 4/20/2005 7:32AM 4 The CSD may be in a position to offer such services as well as fond them through its tax, assessment or fee structure. The following action was determined: • ACTION 12.2. If there is along term unification of responsibilities between the CSD and the RMA, the CSD will develop an action program to assume additional park and recreation responsibilities. Who: Ed When: After considering consolidation of functions Cable TV and Broadband. In the past,the RMA Communications Committee has approached the CSD about taking a role in the cable TV service that it currently provides.The CSD is already planning to develop a wireless network to support various internal CSD operations. The following actions are planned: • ACTION 1.2.3. Meet with the RMA president and general manager to explore possible beneficial synergies resulting from combining the TV and Broadband networks and wireless technologies. Who: President and G.M. When: Promptly • ACTION 1.2_4. If promising opportunities exist, seek consultant proposals that describe how such a combined arrangement might work, its features, costs, security issues, scheduling and so forth. Who: Greg When: Spring/Summer 2004 Action Area 1.3: Develop a Security Strategic Plan There is a continuing perception by residents that increased security is needed,particularly in patrol, and concerns about the level of security. But 95%of the"crime"at Rancho Murieta appears to be committed by people within the gates, not outside them. Note also that security costs represent about one-third of the total budget of the CSD. A complete reconsideration of security issues and actions should be undertaken in the form of a Security Strategic Plan.The following action steps are planned: • ACTION 1.3.1. Review security information and data. Based on this review,develop a strawman security plan. Utilize a demographically representative Citizen's Town Hall to receive education about security issues, discuss residents' concerns and develop recommendations for improvement. Who: Committee+Chief When: April 2004 • ACTION 1.3.2. Communicate the results of the above action(1.3.1)to the residents, using newsletters,public meetings, and so forth. Generally,refine and upgrade all forms of communication with residents. Focus more attention on security in the Pipeline. Who: Communication Comte. When: February through June 2004 • ACTION 1.3.3. Make changes recommended by 1.3.2 Who: Chief When: July through September 2004 • ACTION 1.3.4. Check public support for the changes, seek feedback and public response using a statistically accurate poll. Keep public informed. Who:Communications Comte When: Fall 2004 • ACTION 1.3.5. Based on all the above, finalize and implement the Security Strategic Plan. Who: Chief, G.M., Board When: End 2004 Clowuments and Seten03wnwistratuAOsk4AMI 18.051Smp1mShatSans1.10.05dw 412Q2005 732 AM 5 OBJECTIVE 2: OPTIMIZE THE LEVEL.OF SERVICES The CSD will offer services to the community in an effective and efficient manner. Action Area 2.1: Develop Facilities Master Plan Considerable planning work has been done to assure the continued development of new facilities, and the maintenance and replacement issues associated with them. Capital facilities are a large component of the CSD budget. Construction of new facilities associated with growth is normally developer driven, in that the developer pays the costs of the needed additional facilities. The following actions are planned: • ACTION 2.1.1. Consider developing a comprehensive Facilities Master Plan that includes all facilities the CSD has built or plans to build. Include also other facilities where the CSD could make a positive difference. Who: Staff When: January 2005 • ACTION 2.1.2. Draw all current planning documents into a single Facilities Master Plan, so that the entire facilities picture can be seen in a single place. This would include scheduling of all major facilities activities,and summarizing their annual costs so that the staff and Board can take appropriate financial actions. Who: Staff When:January 2005 Action Area 2.2: Evaluate Ways to Use the PTF Swap Parcel • ACTION 2 2.1. The PTF Swap Parcel is a valuable piece of property. An optimum use for it is desirable. Evaluate ways to use the PTF Swap Parcel most effectively. Who: NA When: After title transfer has occurred Action Area 2.3: Take Water Supply Actions The CSD's current water supply is dependent upon the water rights conferred on it by the original developer. These include Cosumnes River diversion rights and the right to store water in various reservoirs. In wet years, there is an adequate water supply, but not in dry years. Various actions have reduced the shortfall, but an augmented supply is necessary. Limited groundwater options and other issues have led to the development of a Water Augmentation Report, currently underway,which will present water supply options. The following actions are to be undertaken: • ACTION 23.1 Complete the Water Augmentation Report and present it to the Board for consideration of options. Who: Staff+Consultants When: Spring2004 • ACTION 2.3.2. Develop a Long Term Integrated Alternative Water Supply Plan that looks at all practical water supply options through buildout. Utilize consulting support as needed. Who: Staff+Consultants When: Spring1.005 Action Area 2.4: Optimize Use of Technology for Operations and Communications The District utilizes or is planning the use of advanced technology in numerous ways, including its SCADA system, MIS operations, security, billing, and so forth. Take the following actions: • ACTION 2.4.1. Issue a RFP for consultant support in developing an Integrated Technology Plan for CSD current and future operations • ACTION 2.4.2. The second phase would include broadband, TV, and other new potential CSD wireless and SCADA operations, as appropriate. Who: Greg When: March 2004 Qlnxumenls and SetliggsAdminishatorO sktopWpnl 18.051sanplesSVatnmsi 1005.doc 4/M2005 732 AM 6 OBJECTIVES 1, WATER RESOURCES MANAGEMENT - Castaic Lake Water Agency will provide proactive leadership in water management for the Santa Clarita Valley, 2. OPERALTIONS AND ASSET MANAGEMENT Castaic Lake Water Agency will safely conduct its operations in a cost-effective and efficient manner, and provide high quality customer service. 3. FINANCIAL MANAGEMENT- Castaic Lake Water Agency will maintain a long range, well planned, equitable and stable financial condition. 4. ORGANIZATIONAL EFFECTIVENESS - Castaic Lake Water Agency will employ and maintain a high duality workforce, with a well- defined organizational structure. 5. ENVIRONMENT- Castaic Lake Water Agency will be a steward of the environment. 6. COMMUNICATIONS - Castaic Lake Water Agency will effectively communicate and enhance positive relationships with its stakeholders.